“Power of We” Saved a Mountain

This year’s Blog Action Day theme is “The Power of We” (hashtags #BAD12 and #powerofwe)—and I can think of no better example than the powerful story of Save the Mountain, a group I founded in 1999 to protect the threatened Mount Holyoke Range that runs behind my house in Hadley, Massachusetts.

Here’s how I tell the story in my eighth book, Guerrilla Marketing Goes Green (it’s in third-person because I have a co-author):

In November 1999, a developer announced a plan to desecrate ridgetop land abutting a state park by building 40 trophy homes two miles from Shel’s house. The original newspaper article interviewed several local conservationists who expressed variations on “Oh, this is terrible, but there’s nothing we can do.”

But Shel refused to accept that. Within four days, he had drawn up a petition, posted a Web page, called a meeting for two weeks later, and sent out press releases and fliers about the formation of Save the Mountain.

Note that all of these actions are marketing actions. He could have called a meeting and not told the public, and then a few friends would have shown up and realized that they couldn’t do very much. But by harnessing the power of the press, the Internet, and the photocopier, and crafting a message that would resonate with his neighbors–that not only was this terrible, but that there was something we could do–he was able to spark something that truly had an impact.

Shel and his wife, Dina Friedman, expected 20 or so people to come to the first meeting; they had over 70. From that day until December 2000, the group fought the project on every conceivable level: technical issues like hydrology, rare species, and slope of the road…organizing and marketing components including a petition drive (over 3000 signed), turnout of up to 450 at various public hearings, lawn signs, tabling, a big press campaign with over 70 articles…working with the state Department of Environmental Management to investigate options for saving the land…

Literally hundreds of people got involved with some degree of active participation. Many, many people brought widely varying expertise to the movement, far more than any of them could have had on their own.

By using his own skills in marketing and organizing, Shel was able to convert the outrage and despair and shock that were felt throughout a three-county area when this project was announced into a powerful–and highly visible–public force. As a group, STM had about 35 core activists, all working on many levels, both public and private. The persuasion in this case was not about the desirability of stopping the project; they had near-consensus on that, community-wide. Rather, it focused on the ability of a committed group of people to make a difference even when the experts said it was impossible.

Within two months, STM had established itself firmly in the public eye–and had actually shifted the discourse from “There’s nothing you can do” to “Which strategies will be most effective?” Collectively, the group used its powers of persuasion, and its skills at reaching the public with this message, to change the project from inevitable to impossible. The land was permanently preserved in just 13 months–four years ahead of Shel’s original five-year estimate for victory.

Excerpted, with permission, from Guerrilla Marketing Goes Green: Winning Strategies to Improve Your Profits and Your Planet by Jay Conrad Levinson and Shel Horowitz (John Wiley & Sons). To get your own copy from your favorite bookseller or an autographed copy dfrectly form me, (including $2000 worth of bonuses), please visit https://www.guerrillamarketinggoesgreen.com and scroll to the bottom.